Over several meetings, we've reviewed the main features of the 5S work system. As we've seen, it's a simple method, but when applied properly, it has a profound impact on personal and organizational life.<\/p>\n
Today we have to talk about the last of the "S" which we call \u201cDiscipline\u201d, HABIT<\/strong> Or, according to the original Japanese term, SHITSUKE. Like the fourth S, SHITSUKE doesn't involve implementing new activities but rather maintaining previous ones, incorporating them into our daily routine to the point where they're now part of our way of working. That's why we translate it as habit. It involves having the habit of consistently and correctly implementing appropriate procedures.<\/p>\n Unlike other management systems such as ISO, where procedures are often written by people outside the area and then handed over for implementation, in the 5S program, what you learn is how to develop your own procedures in order to achieve the real and concrete commitment of the change actors. What we implement, we do not do so because we are told to, but because we discover the need and opportunity to do so. Discipline is thus understood not as something imposed from outside, but more in accordance with its etymological meaning: disciple. That is, we become followers (disciples) of a way of working that we discover to be healthier and better.<\/p>\n By developing the Fifth S, we can say that we are developing a new work discipline that consists of coherently and systematically applying the previous activities. We have gradually moved from the conscious effort of thinking and applying new work practices and unlearning old habits to acquire new ones to a new way of working that emerges naturally because we have been its co-creators.<\/p>\n We change not just for the sake of change, but because we discover that by doing so, our work is simplified, our time is better used, and the results we obtain are of higher quality. But above all, because by developing these new practices, we find that our "being-in-the-company" changes, becoming more enjoyable and less stressful, more effective and less boring.<\/p>\n With the Five S's, we achieve a way of working that seamlessly combines goal achievement with good humor because we create a more fun environment by recognizing that most of our lives are spent not among friends or family, but in the workplace.<\/p>\n All of this leads us to one of the most important conclusions of Organizational Development: that none of this can be "implanted" from the outside. It must be developed from within. It must spring from people's desire to participate in a space worth living in.<\/p>\n By developing Shitsuke or Habit, we achieve that people acquire a strong awareness in relation to the standards of organizational effectiveness that translate into a systematic improvement of the 6 key strategies of an effective factory:<\/p>\n